Professional Overview

Joe Staub

About Joe

• Athletic Background

• Education Background

• Professional Background

• Consulting Background

“Always dream and shoot higher than you know you can do. Do not bother

just to be better than your contemporaries or predecessors. Try to be better than yourself.” – W. Faulkner

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Athletic Background Been around sports as long as I can remember, closing out my personal career competing in college Track & Field.

• I was never naturally gifted, had to work for every inch I moved forward in sports with a Blue Collar mentality and a Lunch-pail work ethic.

Knew that if I wanted to keep up athletically I needed to train smarter not just harder so I surrounded myself with leaders in the field and great people, a practice I’ve always continued.

• The lessons learned in and taken from athletics helped drive built the foundation for how I approach Leadership and positioning myself and others for success.

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Education BackgroundPractical research based education

• B.S. Ex. Science – UConn

• M.A. Kinesiology - UConn

• Published Author in Peer Reviewed Journal

• M.B.A. Management – Hofstra

Always Learning & Expanding Knowledge Base

• Multiple Professional Certifications across multiple industries

• Passed SHRM-SCP in Dec 2016

• Constantly in contact with network of leaders across multiple industries to draw from experiences, gain fresh perspectives and approach issues with innovative solutions

Professional BackgroundSpent the first part of my career in the trenches, researching, coaching, developing and building champions

• Known for creating innovative long term strategic training plans which helped achieve massive success

• Olympic Gold Medalist, National Champions, SOF Tactical Athletes

• Also worked as with every demographic, from soccer moms and weekend warriors to children and youth.

• Incorporating scientific based research methodologies and techniques to enhance athletic performance in the most effective manner possible.

• Understanding why it works not just that it works

• Continue to research and collaborate on projects working hand in hand with Physicians, Physical Therapists and all levels of Medical / Rehabilitative specialists.

Passion for teaching and developing others, being invested and earning trust

• Recognized that my best contribution was applying knowledge into the development of other professionals who work in the trenches while helping align and achieve strategic goals and objectives.

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Consulting BackgroundLeveraging lessons learned in athletics to be successful in a variety of business settings as a dealer in truth and builder of confidence

• Versatile executive business leader offering strong performance in business, leadership, employee, and organizational development.

• Track record for facilitating positive change in work place culture and team dynamics while helping with strategic planning to provide a competitive advantage company wide.

• Expertise in developing and implementing world-class cost-effective solutions.

A cross-functional leader with proven ability to develop all levels of staff members into top performers and maximize employee potential while achieving bottom line business goals.

• Proficient in creating and executing initiatives that effectively drive human capital management strategies including, talent management, employee development, and employee engagement.

• Highly skilled in team building, training, career development, and performance management for all business functions (IT, HR, etc.).

• Passionate about facilitating a collaborative, goal oriented, and process driven environment that significantly improves group/team dynamics and morale.

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My Approach to theBig Picture

• Being part of the team

• Leadership philosophy

• Teach, Coach & Mentor

This general overview sets the stage to give more context to how I approach the big picture of being a developer of people and builder of the business at large.

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Being Part Of The TeamProfessional Respect

• Cross-departmental communication is paramount as other members of different areas each have different skills and expertise

• What are people currently doing over there that we can adapt, adopt or adjust to maximize what we need to do over here to be efficient and effective with resources

• Understanding and respecting given roles helps provide an environment that breeds trust and success

Having Situational Awareness

• Consciously reading between the lines and evaluating the dynamics at play amongst people because you never know the how’s, why’s or who’s that may be driving someone at any moment in time while also being as critical of yourself as you are others

• Not every partnership or position needs to be taken, sometimes thing’s are not done because the view from the hilltop shows something different than the view from the field

Understanding Dynamics

• Look at the broader implications and what kind of precedents have been set or could be set. Every action or inaction creates ripples that affect and effect all the interlinked pieces.

• The same issue may be small to one person but large to another. Do not underestimate the impact the small things can have.

Facilitate don’t complicate

• Be an advocate

• Drinking from the fire hose can be a good thing

• Fostering a culture of “Us & We” instead of “I & Me”

• The goal is to not have to say “no” but saying “no” can be ok

• Asking the person in the trenches but helping them understand the battlefield

• Help maintain a positive work/life balance

Keys to Success

• Know what you know and know what you don’t know

• Help those who help you, up and down the ladder

• Listening is just as important as speaking

• Just because you can, doesn’t always mean that you should

• Don’t force it if you don’t need to

• Everyone was new at some point and everyone is also replaceable

• Create tangibility, it helps build trust

• When you can, sleep on it

• You get out what you put in, don’t seem surprised when it doesn’t smell like roses

Leadership Philosophy

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Teach –Coach - MentorA Leader must set a high standard for those in their purview.

• However it is not only important to set the standard high and to hold them accountable to it, but to guide them to find their own path in eventually creating their own high standard .

The core element of developing your staff to be more operationally efficient is to

• Teach - show the how & where, explain the what & why

• Coach - assist in self sufficient skill development in the things taught

• Mentor - provide guidance for further mastery, be a sounding board

The six areas to P.O.L.I.S.H are

• PROFESSIONALISM

• ORGANIZATION

• LEADERSHIP

• INTUATIVENESS

• STRESS MANGAEMENT

• HUSTLE

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Teaching PhilosophyWould you rather be a Cook, a Sous-chef or a Chef?

• A Cook takes a pre-determined recipe, gathers the necessary ingredients and using said methods, follows the instructions given to recreate to the best of their ability, the original, as it was intended.

• A Sous-Chef while more adept than the Cook and at times able to stand in place for a Chef, simply adds their own flare to the Chef’s recipe as allowed, sometimes making it unique but never an original.

• A Chef is someone who has the level of mastery in the culinary arts which allows them to create an original recipe that best suites the desired need, at any moment in time, using whatever methods they choose, from any combination of ingredients.

“Learning” is not enough

It’s no longer about just being exposed to ideas and content but instead

• Understanding how to use assessments to evaluate valuable metrics for a purpose

• Being able to teach the appropriate level of technical development and refinement in the manner best suited

• Mentoring those you work with to have the level of self-awareness and intuitiveness necessary to know what needs to be done so they have the ability “to do” correctly, without hesitation, when the moment arises 10

Coaching PhilosophyWhat is the purpose of a Coach?

• Empowering others to have the confidence in themselves and their abilities developed during training, to have what is required to meet the demands placed upon them.

How is this done?

• Establishing Culture

• Understanding Smart Work vs. Hard Work

• Opportunity and Desire

Culture has to be created and maintained every day, it is an on going ebb and flow.

• If you raise the bar you lose the losers, if you lower the bar you lose the winners.

• What you tolerate you encourage

• Fostering positive relationships and having buy-in

People often mistake being organized as having a plan

• Is the ladder on the “right” wall?

• Do you even need a ladder?

• Should there even be a wall?

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Mentoring PhilosophyTo have a chance at being successful you need to have two things

• Opportunity; which may or may not always present itself

• Desire; a willingness to do what is required and being prepared to do so

We are providing you the opportunity to be successful, but you must have the desire to use the opportunity given to you.

• If you are successful it will be your fault. If you fail it will be your fault.

• Even the things not to do are still things to learn from. Always look to draw a positive out of every situation.

• Just like how the body adapts to every stimulus good or bad, you must do the same!

Be able to intelligently defend yourself with an evidence driven strategic goal orientated plan

• Be educated, be creative, experiment, but stay within some framework with a solid rationale.

• “Wisdom is being able to connect the dots between your experiences and education. Allowing you to create a cumulative net of knowledge you can draw on, learn from, show others and guide you”